Life as a traveling therapist has numerous perks: the freedom to live in various places across the country, multiple clinic settings to choose from, and of course, higher pay. But the most exciting benefit is the ability to take full control over your career and design the work-life balance you’ve always hoped for.
Larry Fine—of Three Stooges fame—once said, “The pain goes away on payday.” That quote certainly rings true for those of us on the depositing end of the transaction. But, if you’re the one responsible for signing the checks, I’m betting payday has caused its fair share of pain—and I’m not just talking about the blow to your bottom line.
Whether you manage one or two employees, or sit at the helm of a multi-clinic chain, being the boss is challenging. And based on what I’ve learned in my own experience as both a clinic director and a tech executive, being a good boss is as much about leaning into the tough situations as it is letting go of what we can’t control.
Bottom line not where it should be? You could be suffering from one of these sneaky budget sucks.
As a private practice clinic owner, you’re probably familiar with the cold sweat-inducing struggle to keep a steady cash flow. Claims management muck-ups, inefficient processes, staff issues, and lack of insight into your clinic’s financial health can leave you feeling like you’re riding a revenue rollercoaster.
You didn’t choose this profession for the paycheck. You became an occupational therapist because you enjoy helping people improve the quality of their lives—and that’s the way it should be. Still, you shouldn’t completely ignore the dollar amount on your paystub. Money might not be your main motivator, but you deserve fair compensation for the quality of therapy you provide.
Hiring the right person for your practice can be tricky, because if you want to find a true “gem,” you have to evaluate more than a person’s qualifications. You have to hire for good culture-fit, too. And unfortunately, that’s a quality you aren’t going to find on any job board—or even a resumé, for that matter.
In this final video of a three-part series, PT and entrepreneurial consultant Jamey Schrier explains how to implement an employee recognition program that works.
In this first video of a three-part series, PT and entrepreneurial consultant Jamey Schrier explains how to create new employee training programs that drive retention.